Beyond Stakeholder Utility Function: Stakeholder Capability in the Value Creation Process

Garriga, Elisabet

doi:10.1007/s10551-013-2001-y

Cited by 88 publications

(67 citation statements)

References 36 publications

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“…Recent work highlights the role of stakeholders in developing value-creating activities through business model innovation (Zott et al 2011). This includes new models for achieving social objectives (Lyon and Fernandez 2012;Seelos and Mair 2007), leveraging capabilities of NGOs through cross-sectoral partnerships (Dahan et al 2010) and collaborative partnerships between corporations and NGOs (Manning and Roessler 2014;Nicholls and Huybrechts 2016), including a focus on enhancing the capabilities of stakeholders (Garriga 2014).…”

Section: Stakeholders and Relationships For Developing Social Innovatmentioning

confidence: 99%

Going It Alone Won’t Work! The Relational Imperative for Social Innovation in Social Enterprises

2017

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Shifts in the philosophy of the ''state'' and a growing emphasis on the ''Big Society'' have placed an increasing onus on a newly emerging organizational form, social enterprises, to deliver innovative solutions to ease societal issues. However, the question of how social enterprises manage the process of social innovation remains largely unexplored. Based on insights from both in-depth interviews and a quantitative empirical study of social enterprises, this research examines the role of stakeholder relationships in supporting the process of social innovation within social enterprises. We find that social enterprises are adept at working with their stakeholders in the ideation stage of social innovation. In contrast, they often fail to harness knowledge and expertise from their partners during the social innovation implementation phase. Consequently, we propose a social innovationstakeholder relationship matrix that provides social enterprises in particular with insight for developing stakeholder relationships to achieve their social innovation missions.

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Section: Stakeholders and Relationships For Developing Social Innovatmentioning

confidence: 99%

Going It Alone Won’t Work! The Relational Imperative for Social Innovation in Social Enterprises

2017

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“…SE emerges then as a deliberative and democratic approach to stakeholder relationships aimed at a more equitable exchange among business and society to influence constructively corporate actions (Corus & Ozanne, 2012). That by combining the utility functions of stakeholders with their vital role as value co-builders (Garriga, 2014) and co-creators of the development of corporate identities and brands (Balmer, Johansen, & Nielsen, 2016).…”

Section: Stakeholder Engagement: Current Dominant Perspectivesmentioning

confidence: 99%

Stakeholder Engagement beyond the Tension between Idealism and Practical Concerns

Biraghi¹,

Gambetti²,

Romenti³

2017

IJBM

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This paper digs into the existing controversial literature on stakeholder engagement (SE) to understand and critically confront with ambivalence in the concept. This is done by exploring how SE is conceptually framed and pragmatically pursued in the representations of current business practices. The study is designed according to a qualitative interpretive approach based on depth interviews with a purposively selected theoretical sample of key informants with established expertise in stakeholder relationship management practices. According to our findings, SE appears torn between an idealistic impetus on the fringe of a utopian vision of the business, and its often trivial translation into practice urged by the pragmatic necessity to meet accountability requirements. This tension stems from corporate governance logics and organizational business models of firms, which are often not prone to guarantee the participatory and genuinely dialogic exchange between company and stakeholders advocated by the idealistic mandate of SE. In terms of contribution the paper provides a critical inductive reconstruction of current meanings and clashes embedded in enacting SE.

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“…The ability to recognize the influence of various stakeholders is a significant skill for successful project managers (Chakhar & Saad, 2014;Garriga, 2014;Bourne & Walker, 2005), however without consideration to the conflicting needs and expectations of a diverse range of project stakeholders at various project phases (Golob & Podnar, 2014;Hörisch et al, 2014), a project will not be considered sustainable despite the fulfillment of time, budget and scope-commonly known as the "iron triangle" of any project (Bourne & Walker, 2005). The multi-stakeholder perspective is often deemed as the sustainable perspective for the project management (Silvius et al, 2012), nevertheless the underpinning conflicts among the project stakeholders inevitably exist with due scale and scope-tackling which determines the project success end of the day (Retolaza et al, 2014;Scheer et al, 2014).…”

Section: Stakeholder Differences In Project Managementmentioning

confidence: 99%

Illustrating Conflicts among Project Stakeholders in Sustainable Project Management

Rahman¹,

Nasrin²,

Akter³

2017

BMH

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This study introduces the backdrop where discrepancies occur among project stakeholders, and then how theoretically this conflicting scenario can be understood. Followed by this, it sums up the research gap in understanding the types of conflicts among project stakeholders leading to the purpose of this study to offer such descriptive typology of conflicts in project management. The study presents the researcher to the reader in terms of view of reality (ontology) and view of knowledge (epistemology) with the adopted inductive approach, descriptive inference and qualitative data type. The default research design of this study is literature review. The study tried to produce the analysis of determining the types of conflicts among project stakeholders discussing them anchored in relevant theories. It finally presents the ultimate typology as the outcome of this research. The ultimate typology of this research consists of three core types of conflicts for the sustainable project management and effective project teams. Depending on the amount of subjectivity in the project teams, project members sense risks and unprecedented scenarios differently giving rise to subjective conflict among ISSN 2326-0297 2017 project stakeholders. Depending on the amount of objectivity in the project teams through organizational systems, processes is another type of objective conflict among project stakeholders. Finally, depending on the inter-organizational project collaboration is the type of triangular conflict among project stakeholders toward sustainable development. Business and Management Horizons

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Beyond Stakeholder Utility Function: Stakeholder Capability in the Value Creation Process

Cited by 88 publications

References 36 publications

Going It Alone Won’t Work! The Relational Imperative for Social Innovation in Social Enterprises

Going It Alone Won’t Work! The Relational Imperative for Social Innovation in Social Enterprises

Stakeholder Engagement beyond the Tension between Idealism and Practical Concerns

Illustrating Conflicts among Project Stakeholders in Sustainable Project Management

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